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This chapter takes an in-depth look at Google's one-of-a-kind management model, which is built around small work units, lots of experimentation, vigorous peer feedback, and a mission to improve the world. This chapter was originally published as chapter 6 of "The Future of Management."

learning objective:

To extract some solutions to key adaptability challenges from Google's brink-of-chaos management model.

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This chapter provides a portrait of Whole Foods Market and its game-changing business model, in which a company is not just a company but a community of people working to make a difference in the world, and mission matters as much as the bottom line. This chapter was originally published as chapter 4 of "The Future of Management."

learning objective:

To examine the uniquely effective and innovative management model of Whole Foods Market.

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This chapter profiles W.L. Gore & Associates--an organization built around a set of radical management principles diametrically opposed to much of modern business orthodoxy--where imagination, initiative, and innovation thrive. This chapter was originally published as chapter 5 of "The Future of Management."

learning objective:

To outline the radical management practices that have helped W.L. Gore address some key innovation challenges.

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This article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading.

A company's competitiveness derives from its core competencies and core products. Core competence is the collective learning in the organization, especially the capacity to coordinate diverse production skills and integrate streams of technologies. First companies must identify core competencies, which provide potential access to a wide variety of markets, make a contribution to the customer benefits of the product, and are difficult for competitors to imitate. Next companies must reorganize to learn from alliances and focus on internal development. McKinsey Award Winner.

learning objective:

To understand how a large company can gain a competitive edge by drawing on its collective knowledge to coordinate its diverse production skills and technologies.

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Executives don't realize it, but a hierarchy of managers exacts a hefty tax on any organization: Managers are expensive, increase the risk of bad decisions, disenfranchise employees, and slow progress. In fact, management may be the least efficient activity in any company. Yet it's clear that market mechanisms alone can't provide the degree of coordination and control that many companies require. Is there any way to get the flexibility of a market system and the discipline of a tightly knit hierarchy--without a management superstructure? Morning Star, the global market leader in tomato processing, proves there is. Morning Star, which has seen double-digit growth for the past 20 years, has no managers. That's right--no bosses, no titles, no promotions. Its employees essentially manage themselves. Workers negotiate responsibilities with peers, anyone can issue a purchase order, and each person is responsible for acquiring the tools needed to do his or her work. Compensation decisions are handled by local committees elected by the employees, and pay reflects the contributions that people make--not their status. And if staffers find themselves overloaded or spot a new role that needs filling, they simply go ahead and initiate the hiring process. Morning Star's self-management model has two cornerstones: the personal mission statement, and the Colleague Letter of Understanding, or CLOU. In a personal mission statement, each employee outlines how he or she will help the company achieve its goals. The CLOU, which must be hammered out every year with colleagues, is an operating plan for fulfilling it. A CLOU covers as many as 30 activity areas and spells out relevant performance metrics. The system isn't without its challenges, and it isn't for everyone. But it has produced a dedicated workforce with exceptional initiative and expertise. And its success shows that it's possible for organizations to transcend the seemingly intractable trade-off of freedom versus control.

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If you read nothing else, read these 10 articles from HBR's most influential authors: 1) "Meeting the Challenge of Disruptive Change," by Clayton M. Christensen and Michael Overdorf, explains why so few established companies innovate successfully. 2) "Competing on Analytics," by Thomas H. Davenport, explains how to use data-collection technology and analysis to discern what your customers want, how much they're willing to pay, and what keeps them loyal. 3) "Managing Oneself," by Peter F. Drucker, encourages us to carve our own paths by asking questions such as, "What are my strengths?" and "Where do I belong?" 4) "What Makes a Leader?" Not IQ or technical skills, says Daniel Goleman, but emotional intelligence. 5) "Putting the Balanced Scorecard to Work," by Robert S. Kaplan and David P. Norton, includes practical steps and examples from companies that use the balanced scorecard to measure performance and set strategy. 6) "Innovation: The Classic Traps," by Rosabeth Moss Kanter, advocates applying lessons from past failures to your innovation efforts. She explores four problems and offers remedies for each. 7) "Leading Change: Why Transformation Efforts Fail," by John P. Kotter, argues that transformation is a process, not an event. It takes years, not weeks, and you can't skip any steps. 8) "Marketing Myopia," by Theodore Levitt, introduces the quintessential strategy question, "What business are you really in?" 9) "What Is Strategy?" by Michael E. Porter, argues that rivals can easily copy your operational effectiveness, but they can't copy your strategic positioning-what distinguishes you from all the rest. 10) "The Core Competence of the Corporation," by C.K. Prahalad and Gary Hamel, argues that a diversified company is like a tree: the trunk and major limbs its core products, branches its business units, leaves and fruit its end products. Nourishing and stabilizing everything is the root system: its core competencies.

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Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.

In this article, renowned management experts Gary Hamel and C. K. Prahalad introduce their approach to strategic planning in the face of tough competition. With advice on tailoring your company's strategy and developing the will to win within your firm, this article helps you define a long-term strategy for your organization that captures employees' imaginations and creates a clear path to success.

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In May 2008, a group of management scholars and senior executives worked to define an agenda for management during the next 100 years. The so-called renegade brigade, led by Gary Hamel, included academics, such as C.K. Prahalad, Peter Senge, and Jeffrey Pfeffer; new-age thinkers, like James Surowiecki; and progressive CEOs, such as Whole Foods' John Mackey, W.L. Gore's Terri Kelly, and IDEO's Tim Brown. What drew them together was a set of shared beliefs about the importance of management and a sense of urgency about reinventing it for a new era. The group's first task was to compile a roster of challenges that would focus the energies of management innovators around the world. Accordingly, in this article, Hamel (who has set up the Management Lab, a research organization devoted to management innovation) outlines 25 "moon shots" - ambitious goals that managers should strive to achieve and in the process create Management 2.0. Topping the list is the imperative of extending management's responsibilities beyond just creating shareholder value. To do so will require both reconstructing the field's philosophical foundations so that work serves a higher purpose and fully embedding the ideas of community and citizenship into organizations. A number of challenges focus on ameliorating the toxic effects of hierarchy. Others focus on better ways to unleash creativity and capitalize on employees' passions. Still others seek to transcend the limitations of traditional patterns of management thinking. Not all the moon shots are new, but many tackle issues that are endemic in large organizations. Their purpose is to inspire new solutions to long-simmering problems by making every company as genuinely human as the people who work there.

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What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation--new ways of mobilizing talent, allocating resources, and formulating strategies. Through history, management innovation has enabled companies to cross new performance thresholds and build enduring advantages. In "The Future of Management," Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century--centered on control and efficiency--no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management. Hamel explains how to turn your company into a serial management innovator, revealing: the make-or-break challenges that will determine competitive success in an age of relentless, head-snapping change; the toxic effects of traditional management beliefs; the unconventional management practices generating breakthrough results in "modern management pioneers;" the radical principles that will need to become part of every company's "management DNA;" and the steps your company can take now to build your "management advantage." Practical and profound, "The Future of Management" features examples from Google, W.L. Gore, Whole Foods, IBM, Samsung, Best Buy, and other blue-ribbon management innovators.

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When your company is deeply conventional and has been for decades, how do you get the ball rolling? This chapter discusses how to wage war against precedent to encourage breakthrough management thinking. This chapter was originally published as chapter 7 of "The Future of Management."

learning objective:

To introduce a methodology for boosting creativity and stoking the fires of management innovation in your company.

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